October 23, 2019… · €9.3 bn revenue €1.0bn EBITDA €0.8bn EBIT 10.6% ROS 12.6% ROI 34,500...

Winning together: 15 by 20Investor Update Q3 2019October 23, 2019

Investor update Q3 2019

Financial: Powerful performance

Operations: Precise processes

Commercial: Passion for paint

Strategy: Winning Together

Contents

2

3Winning Together | March 2018

Strategy: Winning Together

A focused Paints and Coatings company

€9.3 bn revenue

€1.0 bn EBITDA

€0.8 bn EBIT

10.6% ROS

12.6% ROI

34,500 employees

Asia Pacific

31%

Other regions

5%South America

9%

North America

12%Mature Europe

34%Emerging Europe

9%

Revenue by destinationAll figures are based on year-end 2018, excluding unallocated corporate center costs and invested capital

4

Global paints and coatings by market sector ~€110 billion, 2017

30%

8%7%

7%

6%

4%

3%

3%2%

Automotive OEM (metal); 7%

General Industrialand Other; 14%

Decorative paints

Powder coatings

Protective coatings

Wood finishes

Vehicle refinish

Specialty / plastics

Marine coatings

Coil coatings

Packaging coatings

Automotive OEM (metal)

General Industrial / Other


Top 3 player with leading positions in large and attractive markets

Source: KNG, Internal estimates

Top 3 players ~30% total market

Top 20 players ~60% total market

Global paints and coatings market

~€110 bn

AkzoNobel active markets

~€70 bn

AkzoNobel

market share

~€10 bn

North America; 10%

Performance versus peers improved; potential for further improvement remains

Winning Together | March 2018 6

AkzoNobel Paints and Coatings

0%

5%

10%

15%

2012 2013 2014 2015 2016 2017Source: Company data, internal estimates

ROS

13.9

25.0

2014 2017 2020 guidance²

Unallocated corporatecost and invested capital

9.4

13.5

1.5

2014 2017 2020 guidance²

Unallocatedcorporate cost

Well positioned to accelerate growth and enhance profitability

15

Return on investment 1

%

Return on sales1

%

>25


10.6

8.418.0

15.0

1) ROS% = EBIT/revenue and moving average ROI% = 12 months EBIT/12 months average invested capital2) Excluding unallocated corporate center costs and invested capital; assumes no significant market disruption

Winning together: 15 by 20

Passion for Paint

Precise processes

Powerful performance

Proud people

*Excluding unallocated corporate center costs and invested capital; assumes no significant market disruptionWinning Together | March 2018 8

2020

guidance*

ROS 15%ROI >25%

Thierry VanlanckerCEO

Maarten de VriesCFO

Ruud JoostenChief Operating Officer

Marten BooismaChief Human

Resources Officer

9

Management team in place to deliver

Isabelle DeschampsGeneral Counsel

David PrinselaarChief Supply Chain Officer


New fit for purpose structure to increase customer focus and drive efficiency

Integrated supply chain

Integrated business planning

Bu

sin

es

s

Customers

Cu

sto

me

rB

usin

es

s

SC

Cu

sto

me

rB

usin

es

s

SC

Cu

sto

me

rB

usin

es

s

SC

Cu

sto

me

rB

usin

es

s

SC

From… To…

Bu

sin

es

s

Bu

sin

es

s

Bu

sin

es

s

Bu

sin

es

s

Bu

sin

es

s

Bu

sin

es

s

Bu

sin

es

s


Clear path to deliver on 2020 guidance

Fixed cost inflation

10.6%

Continuous Improvement

Integrated Supply Chain

Transformation

SG&A and RD&I Transformation

Growth and net price/ mix

15%

*Excluding unallocated corporate center costs and invested capital; assumes no significant market disruption

Unallocated corporate cost

2017 2020

2020

guidance*

ROS 15%ROI >25%


Commercial: Passion for paint

30Decorative Paints

Powder Coatings

Marine and

Protective Coatings

Automotive and

Specialty Coatings

Strong portfolio of businesses with leading positions in all segmentsSegment Strengths and opportunities

Industrial Coatings


• #1/#2 market positions where we play

• Strong brands and product portfolio

• Leverage global to win local!1

1/2

1

1

2/3

Position

by revenue

• Extensive product offering

• Strong position with top tier customers

• Urbanization and construction growth

• Interpon #1 global brand

• Sustainable coatings conversions

• Strong product/ technology capabilities

• Marine: consolidated market

• Protective: few global players

• Global technology leadership

• Growth of emerging market consumers

• Leader in digital color

Market growth

2-3%², 2017-20

Source: KNG, internal estimate1) Excluding ~ €40 billion in regions/segments where we are not present2) Total market growth (revenue weighted)

Market size

~€bn, 2017¹

12

8

12

11

50%revenue from

emerging markets

14

Decorative Europe: Winning model to capture benefits in recovering market

75

80

85

90

95

100

105

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Decorative Paints Europe Market Size Index*


Largest player in fragmented market Market expected to continue recovery

Grow market share and improve profitability:

Build winning brands and leading positions

Reduce complexity

Leverage scale

Optimize portfolio and route to market

Opportunities for consolidation

Leverage global to win local!

*Source: KNG 2017, internal estimate

Smart packaging design

Global guidelines

Local brand assets

+2% CAGR

2016-20

50% #1 positions

30% #2 positions

AkzoNobel

Peer 1

Peer 2

Peer 3

Others

Winning Together | March 2018


Decorative Asia: continued expansion in highly profitable and fast growing markets

€10bn market

Strong growth drivers

#1 or #2 positions in many countries

Highly profitable and cash generative (despite lower ASP)

Leveraging global brands and innovation

Local expertise and strong customer understanding

Profitable growth in mass market and project business

Leader in sustainability

China

South East Asia

Developing a successful exterior proposition…

… and leveraging best practice from Europe

Growing demand for eco-premium products…

0

500

1000

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

Revenue Decorative Paints Asia (€ million)Doubledin 10 years


Marine and Protective Coatings: ongoing restructuring and portfolio rebalancing

Source: Clarkson Research. *Compensated gross tonnage

Industry headwinds in marine and oil and gas industries

0

100

200

300

60,000

80,000

100,000

120,000

140,000

2012 2013 2014 2015 2016 2017

Oil and gas capitalexpenditure ($ bn)

Marine order bookCGT*

13%

-5%

2% 11%

-7% -11%

Revenue development Marine and Protective coatings demonstrates lag effect

Rebalancing portfolio for Protective Coatings

2016 2020

Global market leader, defending strong positions

Focus on value pricing; restructuring ongoing

Maintain technology leadership, e.g. Intersleek UV-LED

Oil & Gas

Infrastructure,Power, Mining


Powder Coatings: Clear global #1 in fastest growing and highly profitable market

~€8bn market

Growth 2x industrial GDP

#1 with 2x relative market share

Multiple sources of growth (examples):

New

applications

Increased

capacity

Geographic

expansion

Product

innovation

Bolt-on

acquisitions

Architectural and

automotive coatings

Chengdu – Biggest powder

coatings plant in the world

Northern and Western

India and Western China

OneWheel, Interpon Cr

V.Powdertech, Thailand

Sustainability advantages of powder coatings over liquid coatings:

Zero Volatile Organic Compounds (VOCs)

Less waste during application (>95% usage efficiency)

AkzoNobel

Peer 1

Peer 2

Peer 3Others


Operations: Precise processes


AkzoNobel Leading Performance System:

Customer excellence

Operational excellence

Leading edge technology

2020 targets:

One organization with a common way of working and aligned set of targets

Note: Total reportable rate (TRR) 1.0 is equivalent to 0.2, in line with OSHA guidelines

15,000 people

123 sites

448 warehouses

€250m CAPEX/ yr

People

Top quartile

engagement

Safety

TRR <1.0

(Top quartile)

Service

98.5% Perfect

Order Index (OTIF)

Cost

4% annual

cost productivity

Capital

Inventories

25% lower

ALPS


Journey to build a world-class integrated supply chain

2014 - 2017

Today

20203

1

2

• Global functional strategy

• Common safety platform

• ALPS Plan, Source, Make, Deliver

End to endALPS customer and supplier focused

processes to support delivery of 15%

ROS by 2020

FunctionalALPS continuous improvement

processes and standardized ways of

working

IntegratedALPS Integrated Business Planning

process for all business units to

improve financial performance

+€200m

annual

cost

savings

by 2020

• Total quality and service excellence

• Supplier collaboration

• ALPS Digitization

• Organization transformation

• ALPS Integrated Business Planning

• Purchase to pay (procurement)

€120m

cost

savings

annually

Plan35%

planning entities

Source60%

organization

Make75%

sites

Deliver20%

warehouses


48 ALPS processes designed and deployed

3800 employees trained and certified

~700 ALPS improvement projects per year

67 site and warehouse closures 2014-17

ALPS continuous improvement1

Safety

TRR 1.0

(Top quartile)

Service

>95.5% OTIF

(Top quartile)

€120m annual cost savings run rate

2014-17

Implementation status (%)

95.5% →

98.5%Service (OTIF)


ALPS Integrated Business Planning2

Organization transformation:

One operating model

Integrated Business Planning:

One end-to-end business process

Top Quartile

Performance

+75%Forecast

accuracy

25%Inventory

reduction


End to end processes3

Total quality and service excellence

Resource productivity

Asset network optimization

ALPS Digitization

Supplier collaboration

On

e o

pera

tin

g m

od

el

an

d In

teg

rate

d B

us

ine

ss

Pla

nn

ing

Further

€200m annual cost savings

by 2020in addition to ALPS continuous improvement

Cost of sales

~€5.4bn in 2017

Financial: Powerful performance


Passion for Paint

Precise processes

Decentralized businesses…

Differing levels of maturity…

Fragmented process and system

landscape…

Centrally driven sales excellence and

margin management…

Consistent across all businesses…

Simplified ERP and system platform...

Integrated end-to-end processes…

From… To…

Proud peopleDiverse cultures…

Fragmented incentive schemes…

One single global team…

Aligned incentives…

High-performance culture

Powerful performance

Independent businesses with

dedicated supply chain…

Many KPIs...

Lean fit-for-purpose organization…

Laser sharp focus on 15% ROS!

Winning together strategy leverages greater focus to accelerate improvements


Transformation plans in place with most projects already being initiated


2017 2018 2019 2020

Sales force effectiveness

Margin management

Innovation excellence

Global Business Services

Integrated Business Planning

ERP and systems platform

ALPS continuous improvement

Fit-for-purpose organization

Procurement excellence

High performance culture

Career and capability development

Core principles

Initiate Implement Complete


Clear path to deliver on 2020 guidance

Fixed cost inflation

~€100m/ yr

10.6%

Continuous Improvement

Integrated Supply Chain

Transformation€200m by 2020

SG&A and RD&I Transformation

Growth and net price/ mix

~2%/ yr

15%

Key initiatives:


(€110m in 2018)





Unallocated corporate cost

*Excluding unallocated corporate center costs and invested capital; assumes no significant market disruption

2017 2020

2020

guidance*

ROS 15%ROI >25%

Updated capital allocation priorities

Total of €6.5 billion returned to shareholders before end 2019

Target leverage ratio of Net Debt / EBITDA of 1.0–2.0 by end 2020

Retain strong investment grade credit rating

Cash top-up payments of main UK plans settled (Q1 2019)

Stable to rising dividend (€1.80 per share for 2018)

Strategically aligned and value creating acquisitions

Clear mandates per (sub)segment and geographyRevenue growth ~2% and capital expenditure ~€250m per year

Unallocated corporate center costs €140-180m in 2019 and 2020

3. Acquisitions

2. Profitable organic growth

4. Dividend

5. Pension liabilities

6. Balance sheet

1. Chemicals separation

28

Net debt evolution towards 2020N

et D

eb

tN

et C

ash

Net Leverage

1.7x

Net Leverage

(5.6x)

Net Leverage

1.0x – 2.0x

Potential for further

capital returns to

shareholders

Return of proceeds from

Specialty Chemicals

(January 2019)

(February 2019) (February to

end 2019)(December 2017)

✓✓

29

✓✓

30

Strong bolt-on acquisitionsin last 18 months

Xylazel

Strengthens our position as a

leader in the decorative paints

market in Spain and means

we are now the leader in the

country’s woodcare segment

Fabryo

Agreement to acquire

Fabryo, becoming the leader

in the Romanian decorative

paints market

Colourland Paints

Strengthens our position as in

Malaysia and enhances our

global portfolio with a

much-loved local brand

Swire

Acquisition of minority interest

share to obtain full ownership of

Chinese JV, enabling strategic

flexibility

Investor update Q3 2019October 23, 2019

New dawn rises with 2020 Color of the Year

Tranquil Dawn is AkzoNobel’s Color of the Year for

2020. A delicate, fluid shade somewhere between

green, blue and grey, Tranquil Dawn also features

in all four ColourFutures 2020 color palettes.

Q&A

Concluding remarks

Financial review

Key highlights

Agenda

Investor update | Q3 2019 32

33Investor update | Q3 2019

Key highlights

Adjusted operating income up 23% at €300 million (2018: €243 million)

ROS, excluding unallocated costs, increased to 13.8% (2018: 12.3%)

Transformation on track and delivered €19 million cost savings

Adjusted EPS from continuing operations up 62% at €0.97 (2018: €0.60)

New share buyback announced, €500 million to be completed in the first half of 2020

Interim dividend of €0.41 per share


Q3 2019 results show continued progress with adjusted operating income up 23%

Customers who rely on super-accurate

and effortless color matching and

retrieval can now take advantage of

four new digital tools introduced by

AkzoNobel. These include Salcomix

PaintFinder Cloud (with access to more

than 600,000 color formulations); and

the Color Sensor, which helps

professional painters using our

decorative paints match their clients’

color choices in seconds.


ROS* increased to 13.8% driven by pricing initiatives and cost-saving programs

ROS*

Price/mix

Increased to 13.8%(Q3 2018: 12.3%)

Adjusted Operating

Income

Up 23%

Revenue

Up 3%2% up in constant currencies

€2.2 billion shares

repurchased 2019 YTDpart of €2.5 billion share buyback to

be completed by end 2019

4% higher

Adjusted EPS

*Excluding unallocated corporate center costs

Q3 2019:

62% higher

Raw materials

Uncertain macro-economic environmentwith softer end market demand

Investor update | Q3 201936

South East and South Asia

Foreign exchange

Marine and Protective Coatings

China

~Automotive and Specialty Coatings

EMEA

South America

Powder Coatings

Industrial Coatings

~

~

~

~

~



Margin management










Core principles

Price/mix increased 4% (versus Q3 2018)

Moving towards ongoing margin management

GBS: 28 country transitions complete; 43/120 transitions in progress, to be completed by end 2020

13/18 ERP integration go lives for 2019

Winning together: 15 by 20 strategycontinues to deliver results

Maintained our Ecovadis gold rating (top 5%)

Retained top 10 position in DJSI


Delivered €19m cost savings in the quarter

On track to deliver previously announced €200m by 2020



Margin management










Core principles

Pricing initiatives have successfully offset raw material cost inflation on a run-rate basis

-200

-100

0

100

200

Q117

Q217

Q317

Q417

Q118

Q218

Q318

Q418

Q119

Q219

Q319

Price/mix (P&L) Raw material inflation (P&L)

(€m)



Margin management










Core principles

Global Business Services hubs fully operational and transitions ongoing

Nashville

Sao Paolo

Warsaw

Pune

Suzhou

1,300 people

Internal

1,350 people

Partners



Margin management










Core principles

Transformation on track to deliver previously announced cost savings

10

25

35

40

19

Q1 Q2 Q3 Q4 Q1 Q2 Q3 … 2020

Cost savings (€m)

Achieved cost savings

Carryover cost savings

2018 2019

Next step: €200m

Total €210m

Phase 1: €110m

18

33

38

43



Margin management










Core principles

Evolution of extended leadership team shows continued organizational development

*direct reports of the Executive Committee (~50 people)

More than half ELT

joined in last 2 years

of which 50% were

promoted from

within

1 year

2 years

3+ years

Extended Leadership Team* tenure

Good progress and sustained focus on transformation plans


2017 2018 2019 2020


Margin management










Core principles

Initiate Implement Complete Significant € contribution to 2020 cost savings


Financial review

Revenue 3% higher and adjusted operating income up 23%


€ million Q3 2018 Q3 2019 Δ% Δ%CC

Revenue 2,326 2,398 3% 2%

Adjusted EBITDA 303 387 28%

Adjusted operating income 243 300 23%

Operating income 237 247 4%

ROS% excluding unallocated costs 12.3% 13.8%

ROS%1 10.4% 12.5%

ROI%2 excluding unallocated costs 16.5% 16.8%

Increase

Decrease

Revenue development Q3 2019 (%)

Revenue was up 3%, and up 2% in constant currencies. Price/mix was up 4% overall, mainly driven by pricing initiatives


Adjusted operating income was up at €300 million (2018: €243 million), driven by pricing initiatives and cost-saving programs

Note: Other revenue includes service revenue related to services for the Specialty Chemicals business1ROS% = Adjusted operating income/revenue. 2ROI% = Adjusted operating income of the last 12 months as percentage of average invested capital for Decorative Paints and Performance Coatings.

It excludes unallocated corporate center costs and invested capital consistent with our 2020 guidance

-4

51

1

3

4

1

Volumes Price/mix Acquisitions Other FX Total


Pricing initiatives and clear strategic mandates focus on value over volume

*Organic volume development, does not include acquisition impact

-3 -3 -3 -5

0 4 58

6 4 5

Q117

Q217

Q317

Q417

Q118

Q218

Q318

Q418

Q119

Q219

Q319

4

-1

3 3-3 -3 -6 -7 -7 -6

-4

Q117

Q217

Q317

Q417

Q118

Q218

Q318

Q418

Q119

Q219

Q319

-1 -1 -1 -1

25 6

9

6 5 4

Q117

Q217

Q317

Q417

Q118

Q218

Q318

Q418

Q119

Q219

Q319

-1

1 0 0 35

7

11

7 7

3

Q117

Q217

Q317

Q417

Q118

Q218

Q318

Q418

Q119

Q219

Q319

0

-4

1

-2 -5-3

-7 -7 -8 -7-3

Q117

Q217

Q317

Q417

Q118

Q218

Q318

Q418

Q119

Q219

Q319

9

35

12

-1 -2 -5 -6 -6 -4 -5

Q117

Q217

Q317

Q417

Q118

Q218

Q318

Q418

Q119

Q219

Q319

Quarterly price/mix development in % year-on-year

Decorative Paints Performance Coatings

Quarterly volume* development in % year-on-year

45

Total

243

300

51

14

495

4 19

Q3 2018 FX Volumes Price/mix Raw materials/Variable cost

OPEX One-offs and other Q3 2019

-


Positive impact

Negative impact

Positive price/mix and cost savings increased adjusted operating incomeAdjusted operating income

--ROS* 12.3%

ROS* 13.8%


-


Decorative Paints revenue and ROS up with higher profitability in all regions

€ million Q3 2018 Q3 2019 Δ% Δ%CC

Revenue 951 977 3% 2%




ROS%* 12.1% 13.8%

ROI%* 12.6% 12.5%


Increase

Decrease

-5 5

-2 32

1

Volumes Price/mix Acquisitions FX Total

*ROS% = Adjusted operating income/revenue. ROI% = 12 months adjusted operating income/12 months average invested capital.

AkzoNobel has become the first major

manufacturer to launch recycled paint

thanks to a ground-breaking partnership in

the UK with resource management experts

Veolia. The revolutionary Evolve matt white

emulsion contains 35% recycled paint but

has been re-engineered and tested to meet

the same high standards expected from

Dulux Trade.


Performance Coatings ROS up at 13.7% driven by pricing initiatives and cost savings

Increase

Decrease

€ million Q3 2018 Q3 2019 Δ% Δ%CC

Revenue 1,388 1,418 2% -%



Operating income 164 156 (5%)

ROS%* 12.2% 13.7%

ROI%* 20.2% 20.8%

-3

7 2 2

3




Yacht care and maintenance just got a

whole lot easier following the launch of

Awlgrip HDT (High Definition Technology),

a new single-stage repairable topcoat from

AkzoNobel. This high performance, mirror-

like single-stage coating allows owners to

protect their boat with a stunning, long-

lasting finish, without sacrificing

convenience.

Adjusted EPS up 62% at €0.97


Q3 2018 Q3 2019 € million Q3 YTD 2018 Q3 YTD 2019

237 247 Operating income 537 668

(20) (27) Net financing expenses (29) (58)

4 6 Results from associates and joint ventures 14 16

221 226 Profit before tax 522 626

(66) (51) Income tax (112) (151)

155 175 Profit from continuing operations 410 475

153 - Profit from discontinued operations 460 16

308 175 Profit for the period 870 491

(7) (13) Non-controlling interests (45) (33)

301 162 Net income from total operations 825 458

Q3 2018 Q3 2019 Earnings per share (in €) Q3 YTD 2018 Q3 YTD 2019

1.18 0.79 Total operations 3.24 2.10

Q3 2018 Q3 2019 Adjusted earnings per share (in €) Q3 YTD 2018 Q3 YTD 2019

0.60 0.97 Continuing operations 1.48 2.35

Q3 free cash flow improved mainly due to higher EBITDA


Net Debt 2,700 537

Q3 2018 Q3 2019 € million Q3 YTD 2018 Q3 YTD 2019

297 334 EBITDA 717 929

- 28 Impairment losses - 61

(18) (5) Pre-tax results on acquisitions and divestments (40) (71)

155 35 Changes in working capital (427) (502)

(1) (2) Pension top-up payments (186) (481)

(44) (14) Other changes in provisions (62) (27)

(27) (29) Interest paid (41) (50)

(74) (45) Income tax paid (111) (132)

(4) 10 Other changes (7) 13

284 312 Net cash from operating activities (157) (260)

(41) (52) Capital expenditures (120) (135)

243 260 Free cash flow (277) (395)



*Based on year-end share price **Based on rebased dividend

Dividend € per share

2.5% 2.5% 2.8% 2.6%**

51

Dividend policy remains to

pay a “stable to rising”

dividend

Dividend paid in cash

0.33 0.35 0.370.56

0.37 0.41

1.12 1.20 1.28 1.09 1.43

0.85

1.45 1.55 1.65

2.50

1.80

2014 2015 2016 2017 2018 2019

Related to the Speciality Chemicalsbusiness

Final dividend

1.65

Dividend

Yield*2.6%


Concluding remarks


Q3 2019 results show continued progress with adjusted operating income up 23%

Adjusted operating income up 23% at €300 million (2018: €243 million)


Transformation on track and delivered €19 million cost savings

Adjusted EPS from continuing operations up 62% at €0.97 (2018: €0.60)

New share buyback announced, €500 million to be completed in the first half of 2020


https://www.youtube.com/watch?v=o2UdDrCegHY

Outlook

We are delivering towards our Winning together: 15 by 20 strategy and continue creating a fit-for-purpose organization for a focused paints and coatings company, contributing to the achievement of our 2020 guidance.

Demand trends differ per region and segment in an uncertain macro-economic environment. Raw material inflation is expected to have a favorable effect on the remainder of 2019. Continued pricing initiatives and cost-saving programs are in place to address the current challenges.

We continue executing our transformation to deliver the previously announced €200 million cost savings by 2020, incurring one-off costs in 2019 and 2020.

We target a leverage ratio of between 1.0-2.0 times net debt/EBITDA by the end of 2020 and commit to retain a strong investment grade credit rating.

* Excluding unallocated corporate center costs and invested capital: assumes no significant market disruption Investor update | Q3 2019 54

2020

guidance*

ROS 15%ROI >25%

Upcoming events

Ex-dividend date of 2019 interim dividend October 25, 2019

Record date of 2019 interim dividend October 28, 2019

Payment of 2019 interim dividend November 6, 2019

Report for the full-year and the fourth quarter February 12, 2020


A focused, high performing, paints and coatings company


Strong global brands

Leading positions in large and attractive markets

Balanced geographic exposure: 50% revenue from emerging markets

Well positioned to accelerate growth and enhance profitability

Transformation plans in place and clear path to deliver

Significant returns to shareholders

56* Excluding unallocated corporate center costs and invested capital; assumes no significant market disruption

2020

guidance*

ROS 15%ROI >25%

Disclaimer/forward-looking statements

This presentation does not constitute or form a part of any offer to sell, or any invitation or other solicitation of any offer, to buy or subscribe

for any securities in the United States or any other jurisdiction.

Some statements in this presentation are 'forward-looking statements'. By their nature, forward-looking statements involve risk and

uncertainty because they relate to events and depend on circumstances that may occur in the future. These forward-looking statements

involve known and unknown risks, uncertainties and other factors that are outside of our control and impossible to predict and may cause

actual results to differ materially from any future results expressed or implied. These forward-looking statements are based on current

expectations, estimates, forecasts, analyses and projections about the industries in which we operate and management's beliefs and

assumptions about possible future events. You are cautioned not to put undue reliance on these forward-looking statements, which only

speak as of the date of this presentation and are neither predictions nor guarantees of possible future events or circumstances. We do not

undertake any obligation to release publicly any revisions to these forward-looking statements to reflect events or circumstances after the

date of this presentation or to reflect the occurrence of unanticipated events, except as may be required under applicable securities laws.

This presentation also contains statements, which address such key issues as AkzoNobel’s growth strategy, future financial results, market

positions, product development, products in the pipeline and product approvals. Such statements should be carefully considered, and it

should be understood that many factors could cause forecast and actual results to differ from these statements. These factors include, but

are not limited to, price fluctuations, currency fluctuations, developments in raw material and personnel costs, pensions, physical and

environmental risks, legal issues, and legislative, fiscal, and other regulatory factors. Stated competitive positions are based on

management estimates supported by information provided by specialized external agencies. For a more comprehensive discussion of the

risk factors affecting our business please see our latest annual report., a copy of which can be found on the company’s corporate website

www.akzonobel.com


http://www.akzonobel.com/


Appendix

YTD 2019: Profit up 24% and ROS* 12.3%


€ million YTD 2018 YTD 2019 Δ% Δ%CC

Revenue 6,948 7,034 1% 1%

Adjusted EBITDA 797 1,029 29%



ROS% excluding unallocated costs 11.1% 12.3%

ROS%1 8.9% 10.9%

ROI%2 excluding unallocated costs 16.5% 16.8%

Increase

Decrease

Revenue development YTD 2019 (%)

Price/mix up 5% overall, mainly driven by pricing initiatives

Volumes 6% lower due to value over volume strategy

ROS, excluding unallocated costs, increased to 12.3%

-7

Note: Other revenue includes service revenue related to services for the Specialty Chemicals business1ROS% = Adjusted operating income/revenue. 2ROI% = Adjusted operating income of the last 12 months as percentage of average invested capital for

Decorative Paints and Performance Coatings. It excludes unallocated corporate center costs and invested capital consistent with our 2020 guidance

* Excluding unallocated corporate center costs and invested capital; assumes no significant market disruption

-6 5

1 11

Volumes Price/mix Acquisitions Other FX Total


YTD 2019: Decorative Paints


Revenue 2,803 2,826 1% 2%




ROS%* 10.5% 11.7%

ROI%* 12.6% 12.5%


Increase

Decrease

-5 5

-1 12




YTD 2019: Performance Coatings

Increase

Decrease


Revenue 4,184 4,202 - (1%)



Operating income 447 427 (4%)

ROS%* 11.4% 12.6%

ROI%* 20.2% 20.8%

-6 5

1

0





Third quarter January - September

Before

IFRS16Impact

including

IFRS 16€ million

before

IFRS16Impact

including

IFRS 16

358 29 387 Adjusted EBITDA 946 83 1,029

305 29 334 EBITDA 846 83 929

(60) (27) (87) Depreciation/amortization (183) (78) (261)

298 2 300Adjusted operating

income763 5 768

250 (3) 247 Operating income 668 - 668

(25) (2) (27) Net financing expense (53) (5) (58)

165 (3) 162 Net income 445 (3) 442

283 29 312Net cash from operating

activities(343) 83 (260)

(725) (29) (754)Net cash from financing

activities(5,560) (83) (5,643)

12.4% 0.1 12.5% ROS% 10.8% 0.1% 10.9%

ROI% 14.4% (0.5%) 13.9%

€ million

As

reported at

December

31, 2018

Restatement

due to

adoption

IFRS 16

Restated

opening

balance at

January 1,

2019

Intangible assets 3,458 (35) 3,423

Property, plant and equipment 1,748 (30) 1,718

Right-use-of asset - 420 420

Other financial non-current assets 1,965 - 1,965

Current assets 11,613 - 11,613

Total assets 18,784 355 19,139

Group equity 12,038 - 12,038

Non-current liabilities 3,066 264 3,330

Current liabilities 3,680 91 3,771

Total liabilities 18,784 355 19,139

IFRS 16 has limited impact; adopting the modified retrospective approach

A

IAS19 pension surplus of €0.4 billion, following sale of Specialty Chemicals

Negotiations on triennial review of UK defined benefit pension schemes concluded (February 2019)

Cash top-ups updated for actual payments 2018 and future payment schedule

Relate mainly to two UK plans: ICI Pension Fund and the Akzo Nobel (CPS) Pension Scheme


297 275187

1030

10 10 10

2016 2017 2018 2019 E 2020 E 2021 E 2022 E 2023 E 2024 E

Cash

630

Estimated cash top-ups € million

Cash top-up paymentsof main UK plans settled (Q1 2019)

Updated

63

Cash to escrow account

470

158

€6.5 billion return to shareholders to be completed before end 2019

Dec 7, 2017

Advance proceeds of

separation paid as

special dividend of

€1 billion (€4/share)

Nov 30, 2017

EGM to approve

separation of Specialty

Chemicals

Jan 22, 2019

€2 billion capital

repayment and share

consolidation

Oct 1, 2018

Closed sale of

Specialty Chemicals to

The Carlyle Group and

GIC


Mar 27, 2018

Announced sale of

Specialty Chemicals

for €10.1 billion to The

Carlyle Group and GIC

64

Nov 13, 2018

EGM to approve capital

repayment and share

consolidation

Feb 25, 2019

€1 billion special cash

dividend

Before end 2019

€2.5 billion share

buyback program

Apr 19, 2017

Announced separation

of Specialty Chemicals

business within 12

months

16

19

1111

7

10

14

12

Breakdown of total raw material spend2018 (%)

Specialty resins

Additives

Pigments and

colorants Packaging

Latex and monomers

Solvents

Commodity resins

Titanium dioxide


Disclaimer/ forward-looking statements

This presentation does not constitute or form a part of any offer to sell, or any invitation or other solicitation of any offer, to buy or subscribe

for any securities in the United States or any other jurisdiction.

Some statements in this presentation are 'forward-looking statements'. By their nature, forward-looking statements involve risk and

uncertainty because they relate to events and depend on circumstances that may occur in the future. These forward-looking statements

involve known and unknown risks, uncertainties and other factors that are outside of our control and impossible to predict and may cause

actual results to differ materially from any future results expressed or implied. These forward-looking statements are based on current

expectations, estimates, forecasts, analyses and projections about the industries in which we operate and management's beliefs and

assumptions about possible future events. You are cautioned not to put undue reliance on these forward-looking statements, which only

speak as of the date of this presentation and are neither predictions nor guarantees of possible future events or circumstances. We do not

undertake any obligation to release publicly any revisions to these forward-looking statements to reflect events or circumstances after the

date of this presentation or to reflect the occurrence of unanticipated events, except as may be required under applicable securities laws.

This presentation also contains statements, which address such key issues as AkzoNobel’s growth strategy, future financial results, market

positions, product development, products in the pipeline and product approvals. Such statements should be carefully considered, and it

should be understood that many factors could cause forecast and actual results to differ from these statements. These factors include, but

are not limited to, price fluctuations, currency fluctuations, developments in raw material and personnel costs, pensions, physical and

environmental risks, legal issues, and legislative, fiscal, and other regulatory measures. Stated competitive positions are based on

management estimates supported by information provided by specialized external agencies. For a mor comprehensive discussion of the

risk factors affecting our business please see our latest annual report., a copy of which can be found on the company’s corporate website

www.akzonobel.com


http://www.akzonobel.com/

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October 23, 2019… · €9.3 bn revenue €1.0bn EBITDA €0.8bn EBIT 10.6% ROS 12.6% ROI 34,500...

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